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Starbuck Employees Job Satisfaction by rpy16593


Starbuck Employees Job Satisfaction document sample

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									Thanks for volunteering to be a UWT staff mentor!
Before we talk about the details of being a mentor, we want to explain what the program
is about. If you understand why we have mentors it may help you to be one. UWT started
out small, with a close-knit group of staff and faculty. Now we find ourselves in the midst
of an increasingly larger campus. This has been a rewarding and exciting process, but it
does have one drawback: Not everyone knows each other anymore. New employees get
to know the people they work with, but have fewer opportunities to meet other people.
We’d like to reach out to the new employees and welcome them to our entire community.
We find it is necessary to have a mentoring program because we are too large now for
that community building to just “happen.”

How does it work? As new employees arrive, the mentoring committee will assign two
mentors from different programs and job classifications to each new employee, the
mentee. One of the mentors will have a similar job classification as the new employee
and the other mentor will not. In this way, we hope to strengthen the UWT community as
our campus grows, with all new mentees (and mentors!) meeting and getting to know
people they would not normally work with. You could say this is about job satisfaction
and effectiveness, retention, and many other “concepts,” but basically we want to
encourage cross-campus ties and familiarity.

What is a mentor? In this situation, a mentor’s role is
   to introduce the mentee to others in the community,
   to provide the beginning of a UWT network for the mentee,
   to serve as an objective, experienced guide for the mentee, and
   to help the mentee find the appropriate resources to solve problems as they arise.

The mentor is meant to be a positive role model for the mentee. A mentor is not a
counselor or mediator in conflicts. In most instances, communication will be
considered confidential, but there may be situations where information shared
cannot be kept confidential, such as reports of sexual harassment, workplace
violence, etc..

With that in mind, the mentoring committee has come up with the following minimum
expectations for mentors:

   1. Within the first week of being matched up with a new employee, the two mentors
      assigned will come together to the mentee’s work area and introduce themselves,
      welcome the mentee, and give the employee a small gift (supplied by the
      mentoring committee) and information about the mentoring program and UWT
      Staff Association. At that time, a 30-minute date for coffee, to include all three
      people, will be set up as soon as possible within the following two weeks. Bring
      your business card to leave with the new staff member, and e-mail the mentee
      once you get back to your office to let them know how to reach you
      electronically. The mentor chair will contact the supervisor of the new
      employee/mentee to tell the supervisor who the mentors are and what interactions
      the supervisor can expect between the mentors/mentee (email should be fine).
      Remember that the supervisor’s discretion must be sought prior to setting up an
      appointment. We don’t want new employees getting in trouble!
   2. During the coffee meeting the mentee should be encouraged to ask questions. The
      mentors should share their backgrounds and how they came to work at UWT and
      anything else that might help the new employee feel more connected. A campus
      tour, including the units where the mentors work should be a part of this meeting.
      The Staff Association will provide a Starbuck’s Card to pay for the mentee and
      mentors’ drinks. The Campus tour should include: Student Affairs, appropriate
      program offices, the Teaching & Learning Center, Library, staff lounge, Finance
      and Administration, Security, and the Chancellor’s office.
   3. Once the initial coffee meeting has occurred, the mentor relationship becomes
      more informal. Mentors should invite mentees to staff or university functions,
      introducing the mentee to others at the event. At quarterly staff gatherings, like
      the barbeque and staff association potluck meetings, mentors should formally
      introduce the mentee to the community. The mentee should feel comfortable
      calling or dropping by to see the mentors and the mentors, individually, should
      stop by and check in with their mentee regularly. As the mentee becomes a part of
      the community, the mentor’s visits can decrease in frequency. Most of the
      mentoring contacts will occur in the first six months; the mentors will continue to
      serve as resources for the new staff for up to one year.
   4. At three months, the Mentoring Committee will complete an assessment.
          a. The purpose of this exercise is to assess the mentoring process, to promote
              retention, to promote advancement, and to ensure that the mentee has the
              tools to be successful in our community.
          b. Responsibility for providing resources and resolving issues within the
              mentoring program ultimately falls to the chair of the mentoring
          c. The assessment must be informal. Nothing should be in writing

To summarize, mentors must:

      Meet the new employee within the first week. Give the Mentee your business
       cards as well as the gift supplied by the UWTSA.

      Go to coffee with the mentee and give a tour of campus, introducing the mentee to
       other members of the campus community. The Starbucks card is to pay for a
       coffee (or other drink) for both mentors and the Mentee-No food please.

      Invite the mentee to staff gatherings and other events.

      Touch bases with the mentee as often as necessary to meet the objective of
       community building.

Note: Mentors/Mentees may request release time in advance for the initial coffee meeting
(subject to supervisors approval), but should plan further interactions during breaks
and/or lunch.
                                                                              Rev 3/3/03

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